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系統識別號 U0002-1306201211463300
中文論文名稱 集團企業導入知識管理系統成效及改善之研究
英文論文名稱 Behavior analysis and performance improvement study about enterprises group knowledge management implemented.
校院名稱 淡江大學
系所名稱(中) 資訊管理學系碩士在職專班
系所名稱(英) On-the-Job Graduate Program in Advanced Information Management
學年度 100
學期 2
出版年 101
研究生中文姓名 魏嘉德
研究生英文姓名 Chia-Te Wei
學號 795630051
學位類別 碩士
語文別 中文
口試日期 2012-05-26
論文頁數 47頁
口試委員 指導教授-黃明達
委員-周清江
委員-楊欣哲
委員-謝文恭
中文關鍵字 知識管理  知識管理系統 
英文關鍵字 Knowledge management  knowledge management system 
學科別分類
中文摘要 企業如何掌握新的管理趨勢與思維,如何運用便捷的資訊化工具來提升管理效能將是致勝的關鍵。如何建構一套完善的知識系統,透過資訊系統將知識有效的保存、分享與應用,成為各企業「知識管理」之主要考量。
本研究以大陸跨省之個案A集團導入知識管理系統進行一項問卷調查,對整體滿意度、最常用與認為最實用的功能、最滿意、重視與有待改善的項目、知識類型與對使用率不高的原因進行對集團下各子公司交叉分析,深入探討員工對知識管理系統的使用態度並謀求改善之道與未來推動的建議。
研究發現個案A集團員工對知識管理系統整體的滿意度不高,現階段基礎功能使用多,進階的功能仍然應用較少,但對整體系統軟體功能滿意度較高,認為最有用的知識類型為方法/技巧,且在幾個構面依子公司別分析產生不同結果,並勾勒出員工對知識管理系統的期望,提供專案團隊調整各子公司後續推動個別化的焦點與策略。
基於研究結果建議該個案A集團專案推動者未來需要理解員工想法與需要加上高階主管明確的表達支持並搭配具體獎勵措施,提升參與意願並期能持續推動及建立分享的文化與氛圍。檢視已累積的知識文件之易用性、更新速度與完整性是否符合員工需要,並讓知識的分享能直接落實在日常工作之中。深化與推廣員工覺得最有用的知識類型,並讓員工了解知識管理推展目的雙向溝通後再進行後續推動焦點擬定,讓各子公司知識管理推動方向能更符合集團發展目標以確保知識管理導入具有實際價值。
英文摘要 How to master new management trend and thinking as well as how to improve management efficiency by means of convenient information tools will be critical for enterprise to achieve success. How to construct a set of complete knowledge management system, and reserve, share and apply the knowledge through information system has been the main consideration of various enterprises in knowledge management.
This study based on the knowledge management system in Group A of the mainland china, a questionnaire is made. Intersected analysis is made on overall satisfaction, most common function, most practical function, most satisfied item, most emphasized item, and item to be improved, knowledge type, and reasons for low application rate in various branches of the group is made to further study the application attitude of staffs towards knowledge management system and pursue improvement and suggestion on future promotion.
According to the research, staffs in Group A have low satisfaction on overall knowledge management system, and apply more basic function in the present while few advanced function. However, they have relatively high satisfaction on software function of the whole system, and believe the method/skill is the most useful knowledge type. Meanwhile, different results are made according to different branches in several constructive aspects. In addition, the expectation of staffs to knowledge management system is drawn up to provide project teams with focus and strategy in successive promotion of individualism by various branches.
Based on the research result, it is suggested that the promoter of Group A shall understand the opinion and demand of staffs in the future, express the clear support of senior managers, allocate specific award measure, promote participation desire, and promote and construct sharing culture and atmosphere. The promoter shall also check whether the usability, update speed, and completeness of accumulated document meet the demand of staffs and facilitate knowledge sharing to be implemented in daily work. In addition, the promoter shall enhance and promote the most useful knowledge type in the opinion of staffs, and perform the successive promotion focus planning after makes staffs to know the objective of knowledge management promotion through communication. As a result, various branches will promote the knowledge management closer to development objective of the group and guarantee the knowledge management to be of practical value.
論文目次 第壹章 緒論 1
第一節 研究背景及動機 1
第二節 研究目的 2
第三節 研究流程 2
第貳章 文獻探討 4
第一節 知識管理 4
第二節 知識管理系統 7
第三節 影響知識管理推動因素與成效 9
第參章 研究架構 12
第一節 研究範圍與對象 12
第二節 研究方法 12
第三節 研究架構 12
第四節 分析工具 13
第五節 研究限制 14
第肆章 資料分析 15
第一節 系統資料分析區間 15
第二節 問卷調查統計 15
第三節 調查結果分析 17
第伍章 結論與建議 34
第一節 結論與改善建議 34
第二節 未來研究建議 37
參考文獻 39
附錄 43

表 2-1 列舉各學者對知識管理定義表 5
表 4-1 基本資料分析 16
表 4-2 員工對KMS滿意度 17
表 4-3 各子公司對「最常使用功能」交叉分析 21
表 4-4 各子公司對「認為最實用功能」交叉分析 22
表 4-5 各功能對「認為最常用功能」交叉分析 22
表 4-6 各功能對「認為最實用功能」交叉分析 23
表 4-7 各子公司對「滿意的項目」交叉分析 24
表 4-8 各子公司對「最重視項目」交叉分析 25
表 4-9 各子公司對「最有待改善項目」交叉分析 26
表 4-10 各子公司對「認為最有用的知識類型」交叉分析 28
表 4-11 主管與非主管對「認為最有用的知識類型」交叉分析 29
表 4-12 各子公司對「使用率不高原因」交叉分析 31
表 4-13 主管與非主管對「使用率不高原因」交叉分析 32

圖 1-1 專案導入階段圖 1
圖 1-2 研究流程圖 3
圖 1-3 研究架构设计 13
參考文獻 一、 中文文獻
[1] 陳永隆、王奇威、黃小欣, 2008,知識管理-價值創新與開放分享,華立圖書股份有限公司。
[2] 梁定澎, 2006,決策支援系統與企業智慧,再版。台北:智勝文化出版公司。
[3] 劉京偉譯, 2000,知識管理的第一本書-運用知識管理提升企業核心能力。
(原作者:Arthur Andersen Business Consulting),台北市,商周出版。
[4] 劉常勇, 1999,組織知識形成的過程。取自:http://www.cme.org.tw/know/paper/paper7.html
[5] 洪茂森, 2003,企業文化對組織績效之實證研究。取自:http://ir.lib.ncku.edu.tw/handle/987654321/28946
[6] 尤克強, 2001,知識管理與創新,天下文化出版,民國,第38-60頁。
[7] 蘇政宏, 2002,知識管理績效指標之建構與衡量:跨功能之量表設計與實證研究。取自:http://ir.lib.isu.edu.tw/handle/987654321/6578
二、 英文文獻
[8] Alavi, M. and Leidner, D. E. 2001. Review: knowledge management and knowledge management systems: conceptual foundations and research issues. MIS Quarterly 25(1), 2001, 107-136.
[9] APQC 2000. Knowledge management. Retrieved August 9, 2000, from APQC Web site: http://www.apqc.org/best/km/
[10] Davenport, T. H. and Prusak, L. 1998. Working Knowledge, Boston, MA: Harvard Business School Press.
[11] Davenport, Thomas H. 1999. Knowledge Management and the Broader Firm: Strategy, Advantage, and Performance, in Knowledge Management Handbook, Ed. Jay Liebowitz, FL: CRC Press, pp.2-11.
[12] Davis, F.D. 1986. A technology acceptance model for empirically testing new end-user information system: theory and results. Massachusetts Institute of Technology, pp.291.
[13] Davis, F.D. 1989. "Perceived usefulness, perceived ease of use, and user acceptance of information technology, " MIS Quality, 13(3), pp.319-340.
[14] Despres, C., & Chauvel, D. 2000. Knowledge Horizons: The present and the Promise of Knowledge Management. Boston: Butterworth-Heinemann.
[15] Gold, A.H., Malhotra, A., & Segars, A. H. 2001. Knowledge Management: An Organizational Capabilities Perspective. Journal of Management Information Systems, 18(1), 185-214.
[16] Gray, P. H. & Meister, D. B. 2006. Knowledge sourcing methods. Information & Management, 43(2), 142-156.
[17] Hanisch, B., Lindner, F., Mueller, A. & Wald, A. 2009. "Knowledge management in project environments," Journal of Knowledge Management, 13(4), pp.148-160.
[18] Holsapple, C.W. and Singh, M. 2001. The knowledge chain model: activities for competitiveness. Expert Systems with Applications, 20, 77-98.
[19] Jain, K. K., Sandu, M.S., & Sidu, G. K. 2006. Identifying and Overcoming Barriers to Sharing. KM Review. 9(4). 6-7
[20] Lee, J. N. 2001. The impact of knowledge sharing, organizational capability and partnership quality on IS outsourcing success. Information and Management, 38, 323-335.
[21] Lee, K. C., Lee, S. & Kang, I. W. 2005. KMPI: measuring knowledge management performance. Information & Management, 42: 469-482.
[22] Lierni, P. C., & Ribiere, V. M. 2008. " The relationship between improving the management of projects and the use of KM, " The Journal of Information and Knowledge Management Systems, 38(1), p.133-146.
[23] Maglitt, J. 1996. " Know-How, Inc. ," Computerworld, Jan., pp.74-76.
[24] Sackmann, S. A 1991. Cultural complexity as a challenge in the management of global companies. in Mohn, L. (Ed.), A Cultural Forum, III. Corporate Cultures in Global Interaction, Bertelsmann Foundation, Gu tersloh, pp.58-81.
[25] Sackmann, S.A. & Friesl, M. 2007. " Exploring cultural impacts on knowledge sharing behavior in project teams-results from a simulation study, " Journal of Knowledge Management, 11(6), p.142-156.
[26] Sveiby,K. 2000. What is knowledge management ? [Online]. Available:
http://www.sveiby.com.au/KnowledgeManagement.html
[27] Wiig, K.M. 1995. Knowledge management methods: Practical approaches to managing knowledge. Arlington, TX.
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